scholarly journals Change Management

2003 ◽  
Vol 2 (2) ◽  
pp. 67-73
Author(s):  
Subramanian J
Keyword(s):  
Change Management ◽  
Change Agents ◽  
Business Environment ◽  
Environment Change ◽  
Organizational Goals ◽  
Modern Management ◽  
The Right

Change is dynamic and positive in nature. Change pre-supposes stability and growth. Identifying and implementing right changes at the right time is the challenging task of modern management. Any change emulates resistance due to inherent inertia and fear. Change agents' job is to eliminate the fear and instill confidence to successfully implant the change. Change management is the art of blending the diverse responses with the discrete organizational goals in an ever-changing business environment. Change management is never a one shot replacement but a sequenced stage by stage progress towards elimination of resistance in favor of the change objective.

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment

2020 ◽  
Vol 8 (8) ◽  
pp. 294-305
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Competitive Advantage ◽  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Business Environment ◽  
Organizational Goals ◽  
Current Information ◽  
The Right

Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.

scholarly journals IMPACT OF ETHICS, STRESS AND TRUST ON CHANGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATION

2021 ◽  
Vol 37 (01) ◽  
pp. 43-54
Author(s):  
Sayed Fayaz Ahmad ◽  
Muhammad Ibrahim ◽  
Abid Hussain Nadeem
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Change Management ◽  
Strong Relationship ◽  
Workplace Stress ◽  
Working Environment ◽  
Managerial Implication ◽  
Organizational Goals ◽  
Public Sector Organizations ◽  
The Right

The aim of the study is to find out a successful way of managing the organizational change in public sector organizations. The research is based on a structured questionnaire survey. The data was collected in some of the top public sector organizations in Pakistan. The study suggests that Stress, Trust, and Ethics have a strong relationship with Organizational Change Management. Organizations must minimize the workplace stress, maximize trust of workers on management and organization and ensure ethics for organization change management. The managerial implication of the research is, bringing and making any organizational change is very difficult without employee-friendly working environment of the organization. The results of the study make it easy, how to put employees on the right track for achieving organizational goals and objectives in any Organizational Change by using Facilitation.

CRITICAL SUCCESS FACTORS OF CHANGE MANAGEMENT IN SOFTWARE PROJECTS

2021 ◽  
pp. 185-197
Author(s):  
Henning Lübbecke
Keyword(s):  
Change Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Software Systems ◽  
Successful Implementation ◽  
Software Projects ◽  
Environment Change ◽  
Critical Success ◽  
Change Projects

Markets, technologies, and the business environment change in shorter cycles, and organizations need to transform. Often transformations in organizations include new software systems. ITIL defines change as the process of moving from one defined state to another. The introduction of software systems within change projects fail in a large number of cases. What are the success factors for a thriving change project? A systematic literature review leads to 22 critical success factors of change management. Sixty-one articles were read. Ten of them are relevant for this contribution. Twenty-two critical success factors for change management have been described. Analysis of critical success factors for change management is a crucial part of successful implementation of software systems in organizations since such factors are relevant for successful changes.

scholarly journals Penyusunan Panduan Mandiri Pengembangan Kompetensi Agen Perubahan Internal

MANASA ◽  
2021 ◽  
Vol 10 (2) ◽  
pp. 69-86
Author(s):  
Leonardus Dewa Hardana ◽  
Rayini Dahesihsari
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Change Agent ◽  
Change Agents ◽  
Boundary Spanning ◽  
Internal Boundary ◽  
Main Challenge ◽  
Internal Change ◽  
The Right

Abstract The main challenge for internal change agents is to overcome the ambiguity of their role as members of the organization who at the same time have to manage change in the organization. These challenges lead to the emergence of various boundaries encountered in organizations, which need to be spanned with the right strategy for change to be managed effectively. Unfortunately, there have not been many guidelines and training specifically provided to internal change agents, particularly regarding the constraints encountered and strategies for overcoming those boundaries. Generally, available training programs and guidance provided develop the ability to manage change in general. This self-guided manual for internal change agents aims to develop the ability of internal change agents, especially in overcoming the ambiguity of their role in the organization, by recognizing the boundaries they face and strategies for breaking those boundaries. This guide was developed based on the results of previous research that qualitatively explored the role of internal change agents in managing change in organizations, particularly in recognizing the boundaries encountered and their strategies for breaking boundaries so that organizational change can take place effectively. There are 3 stages carried out, namely 1) preparation, 2) guide development, and 3) evaluation and dissemination. This guidebook with the title “Spanning Boundaries, Becoming a Reliable Internal Change Agent” is organized into 4 parts, namely: Section (1) Organizational Change and the Role of Change Agents, (2) Boundaries Found in Implementing Change, (3) Strategies to Overcome Boundaries, (4) Personal Characters Needed to Overcome Boundaries and How to Develop It. It is hoped that because it is based on empirical data, the guidelines that have been compiled can develop the insight of internal change agents to be able to answer the concrete challenges faced to be able to manage change effectively. Keywords: Self-Guided Manual, Internal Change Agent, Boundary Spanning, Change Management   Abstrak Tantangan utama agen perubahan internal adalah mengatasi ambiguitas perannya sebagai anggota organisasi yang pada saat yang bersamaan harus mengelola perubahan di organisasi. Tantangan ini menyebabkan munculnya berbagai batasan yang ditemui dalam organisasi, yang perlu dapat diretas dengan strategi yang tepat agar perubahan dapat dikelola secara efektif. Sayangnya belum banyak ditemukan panduan dan pelatihan yang khusus diberikan kepada agen perubahan internal, khususnya terkait dengan batasan yang ditemui dan strategi untuk meretas batasan tersebut. Umumnya program pelatihan dan panduan yang diberikan mengembangkan kemampuan mengelola perubahan secara umum. Panduan mandiri (self guided manual) untuk agen perubahan internal ini bertujuan untuk mengembangkan kemampuan agen perubahan internal, khususnya dalam mengatasi ambiguitas perannya dalam organisasi, dengan mengenali batasan yang dihadapi serta strategi meretas batasan tersebut. Panduan ini dikembangkan berdasar hasil penelitian yang dilakukan sebelumnya yang mengeksplorasi secara kualitatif peran agen perubahan internal dalam mengelola perubahan dalam organisasi, khususnya dalam mengenali batasan yang ditemui serta strategi mereka dalam meretas batasan agar perubahan organisasi dapat berlangsung secara efektif. Terdapat 3 tahapan yang dijalankan, yakni tahapan 1) persiapan, 2) pengembangan panduan, dan 3) evaluasi dan diseminasi. Panduan dengan judul “Meretas Batasan, Menjadi Agen Perubahan Internal yang Handal” disusun menjadi 4 bagian, yakni: Bagian (1) Perubahan Organisasi dan Peran Agen Perubahan, (2) Boundary yang Ditemui dalam Mengimplementasi Perubahan, (3) Strategi Mengatasi Boundary, (4) Karakter Personal yang Dibutuhkan untuk Mengatasi Boundary dan Cara Mengembangkannya. Diharapkan karena didasarkan pada data empiris, maka panduan yang disusun dapat mengembangkan wawasan agen perubahan internal untuk dapat menjawab tantangan konkrit yang dihadapi agar mampu mengelola perubahan secara efektif. Kata kunci: Panduan Mandiri, Agen Perubahan Internal, Boundary Spanning, Change Management

Preparing for Information Technology Driven Changes

2016 ◽  
pp. 258-274
Author(s):  
Davendranath G Jha
Keyword(s):  
Information Technology ◽  
Change Management ◽  
Change Agents ◽  
Business Environment ◽  
Fine Tuning ◽  
What Works ◽  
Technology Advancement ◽  
Change Leaders ◽  
Business Profitability ◽  
Strategic Execution

For a business, profitability and positioning are two most important measurable end results. Technology advancement and digitization highly influences the change management process. Innovation is key to survival and information technology is expected to act as a cause as well as tool for change. The changing business environment demands well-thought of approach towards change management. The focus area being: reasoning the need for change, different ways for approaching the change, continuously fine tuning processes and analyzing what works and what not. The chapter aims at identifying drivers and inhibitors of change, preparation and establishing parameters needed for measuring change, importance of role played by change agents and change leaders, approaches for strategic execution and evaluation of change process. Besides, the chapter focuses on comparing acquiring of IT infrastructure with options for outsourcing.

UPAYA PENINGKATAN KINERJA PERAWAT GAWAT DARURAT MELALUI BERBAGAI GAYA KEPEMIMPINAN DI RSUD DAERAH ISTIMEWA YOGYAKARTA

2017 ◽  
Vol 6 (3) ◽  
pp. 186-194
Author(s):  
Deby Zulkarnain Rahadian Syah ◽  
Muhamat Nofiyanto
Keyword(s):  
Emergency Room ◽  
Leadership Style ◽  
Quantitative Research ◽  
Secondary Data ◽  
Cross Sectional ◽  
Organizational Goals ◽  
Democratic Leadership ◽  
The Right ◽  
Research Type ◽  
Special Region

Background: Nurses in charge of the Emergency Room are required to have more ability than nurses serving patients in other units. Emergency Room is an initial service in a hospital. One's leadership style will greatly affect the effectiveness of a leader. The selection of the right leadership style can lead to the achievement of individual or organizational goals. Objective: To know the various leadership style used by the head of room in improving the performance of nurses of Emergency Room RSUD in in Special Region of Yogyakarta. Method: This research includes quantitative research type, using cross sectional approach. The population of this study was the head of the treatment room. Secondary data of nurse's performance is taken from nursing care which is written in medical record file of Emergency Room of RSUD in Special Region of Yogyakarta. Results: The performance of nurses at Emergency Room RSUD A in the good category was 100%. The performance of nurses at Emergency Room RSUD B in the enough category was 45%. The performance of nurses at Emergency Room C in good category was 80%. The performance of nurses at Emergency Room RSUD D in good category was 55%. The performance of nurses at RSUD E in the good category was 95%. The result of cross tabulation between leadership style and nurse performance of RSUD in the whole DIY with good performance is leader who use democratic leadership style equal to 35%. Conclusion: Most of the nurse's good performance in Emergency Room is followed by democratic leadership style of head of space.  Keyword: leadership style, head of space, performance of nurses

scholarly journals Leadership Style, Ethics, and Strategy in Indonesian Navy - Case Study: Leadership of Rear Admiral Agung Prasetiawan, M.AP, (2017-Present) Commander of Kolinlamil

2017 ◽  
Vol 7 (4) ◽  
pp. 121
Author(s):  
Faurna Lusiani Pakpahan ◽  
Hady Efendy
Keyword(s):  
Leadership Style ◽  
Main Task ◽  
Organizational Goals ◽  
Important Thing ◽  
Long Time ◽  
Organization Leadership ◽  
Military Institution ◽  
The Right

In an organization, leadership in an organization exists from a long time ago to the present, and leadership is a very important thing. A leader must use the right style to lead the organization he leads. The leader must also have good ethics in leading the organization and use appropriate strategies, so that organizational goals can be achieved. The purpose of this paper is to find out how much influence of leadership style, ethics and strategy what is used by an organization leader in a military institution that is Navy at Tanjung Priok Command Military Traffic (Kolinlamil) Jakarta, to be able to achieve organizational goals under leadership of Rear Admiral Agung Prasetiawan, M.AP. Kolinlamil is the main command in coaching and operations, which in the field of guidance of Kolinlamil is directly under the head a navy staff (Kasal), while the field of operations is directly under the Commander of the Indonesian Military (TNI). Kolinlamil is a military institution whose main task is to shift military or civilian forces from one area to another based on existing rules and orders.

scholarly journals Facilitative Project Management: Constructing A Model For Integrated Change Implementation By Utilizing Case Studies

2003 ◽  
Vol 2 (1) ◽  
Author(s):  
Veronica Hodgson ◽  
J. Zaaiman
Keyword(s):  
South Africa ◽  
Change Management ◽  
Case Studies ◽  
Business Environment ◽  
Change Implementation ◽  
Management Theory ◽  
Change Initiatives ◽  
The People ◽  
The World ◽  
Successful Change

Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies. OpsommingDie teorie van veranderingsbestuur is omvattend. Organisasies moet op konstante wyse daarby aanpas en dit integreer. In Post-Apartheid Suid-Afrika bou ons tans ’n ras geïntegreerde besigheidsomgewing en gemeenskap, en benut dit maksimaal in ons toetrede tot die mededingende wêreld besigheidsarena. Huidige navorsing het bevind dat die meeste veranderingsinitiatiewe faal weens weerstand teen verandering wat deur swak konseptualisering en beplanning, en ’n gebrek aan behoorlike integrering van mense en die besigheidsdimensies van verandering veroorsaak is. Die model om ’n suksesvolle veranderingsprogram te implementeer, sal ontwerp word met geredelik beskikbare vaardighede en tegnieke. Die ontwikkeling en toetsing sal binne die konteks van drie gevallestudies plaasvind.

scholarly journals Changes And New Constraints In The Competition Rules Enforcement Due To Accession: The Perception Of The Romanian Companies

2011 ◽  
Vol 7 (4) ◽  
Author(s):  
Alina Mihaela Dima
Keyword(s):  
Competition Policy ◽  
Negative Impact ◽  
Free Market ◽  
National Level ◽  
Well Being ◽  
Business Environment ◽  
Competition Rules ◽  
Set Up ◽  
The One ◽  
The Right

Many times, in the attempt to win or to maintain an advantageous position on the market, the economic agent will use a whole arsenal of practices (inclusively and mostly from the marketing field), most of them anticompetitive, with a negative impact on the business environment, which also affects the well-being of the consumer. The policy in the field of competition is the one that defines these types of behaviour and penalizes them depending on the importance of their negative impact, by creating a complex and coherent legislative and institutional mechanism. The right enforcement of the competition policy at the national level is the key in this process, but this should be coordinated with the regional and international objectives and regulations in this field. Romania is facing a double challenge: on the one side, it had to set up a competition policy, which was almost ignored before the90s, on the other side, it had to comply, recently, with high standards in the field, as an EU candidate. Now, as a member state, the promotion of a competition culture becomes a must, along with the design of an adequate system of information and knowledge dissemination for all of those involved. The paper is based on a original and qualitative research and aims at emphasising the increased necessity of the promotion of a competition culture for the competitiveness of the Romanian business environment on the European level in the new context of accession. This will help Romanian business to face the competition challenges within a more extended single European market, as an essential issue of the free market economy status recently granted, and accordingly to the most important EU objectives set up at Lisabon to become the most competitive economy in the world up to 2010.

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